Background Retraction is a mechanism for alerting readers to unreliable material and other problems in the published scientific and scholarly record. Retracted publications generally remain visible and searchable, but the intention of retraction is to mark them as “removed” from the citable record of scholarship. However, in practice, some retracted articles continue to be treated by researchers and the public as valid content as they are often unaware of the retraction. Research over the past decade has identified a number of (...) factors contributing to the unintentional spread of retracted research. The goal of the Reducing the Inadvertent Spread of Retracted Science: Shaping a Research and Implementation Agenda (RISRS) project was to develop an actionable agenda for reducing the inadvertent spread of retracted science. This included identifying how retraction status could be more thoroughly disseminated, and determining what actions are feasible and relevant for particular stakeholders who play a role in the distribution of knowledge. Methods These recommendations were developed as part of a year-long process that included a scoping review of empirical literature and successive rounds of stakeholder consultation, culminating in a three-part online workshop that brought together a diverse body of 65 stakeholders in October–November 2020 to engage in collaborative problem solving and dialogue. Stakeholders held roles such as publishers, editors, researchers, librarians, standards developers, funding program officers, and technologists and worked for institutions such as universities, governmental agencies, funding organizations, publishing houses, libraries, standards organizations, and technology providers. Workshop discussions were seeded by materials derived from stakeholder interviews (N = 47) and short original discussion pieces contributed by stakeholders. The online workshop resulted in a set of recommendations to address the complexities of retracted research throughout the scholarly communications ecosystem.ResultsThe RISRS recommendations are: (1) Develop a systematic cross-industry approach to ensure the public availability of consistent, standardized, interoperable, and timely information about retractions; (2) Recommend a taxonomy of retraction categories/classifications and corresponding retraction metadata that can be adopted by all stakeholders; (3) Develop best practices for coordinating the retraction process to enable timely, fair, unbiased outcomes; and (4) Educate stakeholders about pre- and post-publication stewardship, including retraction and correction of the scholarly record.ConclusionsOur stakeholder engagement study led to 4 recommendations to address inadvertent citation of retracted research, and formation of a working group to develop the Communication of Retractions, Removals, and Expressions of Concern (CORREC) Recommended Practice. Further work will be needed to determine how well retractions are currently documented, how retraction of code and datasets impacts related publications, and to identify if retraction metadata (fails to) propagate. Outcomes of all this work should lead to ensuring retracted papers are never cited without awareness of the retraction, and that, in public fora outside of science, retracted papers are not treated as valid scientific outputs. (shrink)

The ability to notice and reflect on distressing internal experiences from an objective perspective, often called psychological decentering, has been posited to be protective against mental health difficulties. However, little is known about how this skill relates to age across adolescence, its relationship with mental health, and how it may impact key domains such as affective executive control and social cognition. This study analysed a pre-existing dataset including mental health measures and cognitive tasks, administered to adolescents in Greater London and (...) Cambridge (mean age (SD) = 14.4 (1.77) years, N = 553). A self-report index of decentering based on available questionnaire items in the dataset was developed. Multiple linear regression was used to examine associations between decentering and mental health, affective executive control (measured using an affective Stroop Task, affective Working Memory Task, and affective Sustained Attention to Response Task) and social cognition. Higher decentering was significantly associated with lower depression and anxiety scores and higher psychological wellbeing. Results did not indicate significant relationships between decentering, affective executive control and social cognition. Further research is needed to discover cognitive mechanisms associated with this process, which could allow for optimisation of existing psychological therapy and reveal new avenues of intervention. (shrink)

In this article, we discuss the continued circulation and use of retracted science as a complex problem: Multiple stakeholders throughout the publishing ecosystem hold competing perceptions of this problem and its possible solutions. We describe how we used a participatory design process model to co-develop recommendations for addressing this problem with stakeholders in the Alfred P. Sloan-funded project, Reducing the Inadvertent Spread of Retracted Science (RISRS). After introducing the four core RISRS recommendations, we discuss how the issue of retraction-related stigma (...) gives rise to recommendation #4, Educate stakeholders about retraction and pre- and post-publication stewardship of the scholarly record. This recommendation is important for training publishing professionals and realizing this recommendation will require further collaborative design work across scholarly communications. We highlight ongoing stakeholder work which is now re-starting the design cycle. We conclude with a discussion of ongoing activities facilitating uptake and refinement of RISRS research and the implementation agenda. (shrink)

Many organizations have adopted an organizational ethics program to prevent unethical behavior within the organization. Decoupling the adoption of ethics programs from their implementation has been identified in the literature as an explanation for the ineffectiveness of such programs. In addition to this so-called policy–practice decoupling, means–ends decoupling may also occur when a well-implemented ethics program is nevertheless ineffective. This study investigates whether team ethical culture (TEC) acts as a coupling mechanism that mediates the effects of a well-implemented ethics (...) program on unethical behavior in teams. We conducted a survey of 202 teams working in a business organization in the UK. The results of a structural equation analysis support the claim that TEC mediates this relationship. Based on this team-level case study, we argue that organizations that aim to implement an effective ethics program should acknowledge and manage TECs to avoid means-ends decoupling. (shrink)

In the context of the current uncertain, complex, and interdependent work systems, teams have become organizations’ substantial working unit, which in turn challenges the traditional view of employee performance and ultimately results in the emergence of team member work role performance. Employee team-oriented work role behaviors with proficiency, adaptivity, and proactivity, which are integrated by the new construct, are so crucial to team effectiveness that many organizations keenly expect to achieve team member (...) class='Hi'>work role performance through implementing a dispersed pay-for-performance plan within a team. This study seeks to address the organizational practitioners’ main concern that whether pay dispersion among team members could actually help realize team member work role performance and further examines why and when an employee could respond to HPD within a team by engaging in team member work role behaviors from the perspective of the performance-shaping basis and team member’s workplace benign envy. Drawing on emotion-related theory, social comparison theory, legitimacy theory, expectation theory, and relative deprivation theory, it proposes that performance-based HPD could not only positively impact team member work role performance via workplace benign envy but also exert a direct-positive effect. Moreover, the activating effect of performance-based HPD on workplace benign envy and the mediating role are much stronger when a team member’s pay position is higher. The multi-source data including objective information and subjective perception among 362 ordinary employees within 66 Chinese organizational teams primarily supported the moderated mediation model. Yet, the direct-positive effect was not established. (shrink)

Self-managing teams have been predicted to break down organizational hierarchies and sex-segregated functional divisions. Based on participant observation and interviews with 39 men and women in service-oriented self-managing teams, the authors found that the metaphor of family emerged in interviews as a popular way to describe teams' interaction and social relations. The ways that team members used the family metaphor revealed that women were often perceived in familial roles that the authors argue encourage emotional labor. Although relational tasks may (...) not directly reproduce traditional gender power relations in teams, women can face difficulties taking on more instrumental team tasks. The authors propose that the persistence of family metaphors sustains the organizational gender categorization that self-managing teams as work-based, cross-functional groups were supposed to help eliminate. To the extent that this is the case, it suggests the importance of exploring the gendered organizational cultures that exist alongside structural arrangements. (shrink)

Collaborative global health research has been growing rapidly for approximately three decades now. This type of collaborative research, in contrast with a sole researcher approach, predominant in the past, has called for the integration of investigators, clinicians, practitioners, and others from outside of academia, often from different nations, in search of answers to a multitude of complex health problems. Team science is a novel way to conduct scientific research on individual and public health problems. Most areas of scientific inquiry (...) today are multi-dimensional, and so are the teams studying them. Cross-disciplinary teams search for global applications of scientific advances to alleviate or eradicate human illness and suffering. These applications require consideration of social, political, and economic contexts across geographical boundaries. Integration of various bodies of knowledge, methods, approaches, and participating institutions’ protocols demand a new set of practices and considerations to improve the integrity of researchers as they operate within teams and the quality of scientific production. This chapter includes an overview of relevant team science topics and the study of team science research. It presents evidence of practices and elements that contribute to the integration and success of research teams. Concurrently, it narrates the experience of one laboratory team in their quest to anticipate and eventually integrate team science elements into their daily scientific and social practice. The authors believe that embracing team science practices is equally time-consuming and worthwhile, as both scientific production, research impact, and team members’ professional quality of life are maintained and improved. In addition, team members experience personal satisfaction and joy in establishing and maintaining trusting relationships. (shrink)

Digital communication technologies led to a revolution in how people interact at work: relying on computer-mediated communication technologies is now a must, rather than an alternative. This empirical study investigates how colleagues in a virtual team use synchronous online communication platform in the workplace. Inspired by the conceptualisation of web-based communication platforms as tool, place or context of social construction, we explore the discursive strategies that contribute to the construction of the team’s shared sense of purpose and (...) identity, a collegial atmosphere and consequently lead to effective collaboration. The close analyses of real-life data from a multinational workplace provide insights into the everyday communication practices of virtual team members. Our findings supplement organisational literature based on etic observations of the effectiveness of virtual work and provide a basis for further theorisations about how communication technologies affect the ecology of and discourse practices in computer-mediated communication at work. (shrink)

Cognition in work teams has been predominantly understood and explained in terms of shared cognition with a focus on the similarity of static knowledge structures across individual team members. Inspired by the current zeitgeist in cognitive science, as well as by empirical data and pragmatic concerns, we offer an alternative theory of team cognition. Interactive Team Cognition (ITC) theory posits that (1) team cognition is an activity, not a property or a product; (2) team (...) cognition should be measured and studied at the team level; and (3) team cognition is inextricably tied to context. There are implications of ITC for theory building, modeling, measurement, and applications that make teams more effective performers. (shrink)

Teams have been a ubiquitous structure for conducting work and business for most of human history. However, today’s organizations are markedly different than those of previous generations. The explosion of innovative ideas and novel technologies mandate changes in job descriptions, roles, responsibilities, and how employees interact and collaborate. These advances have heralded a new era for teams and teamwork in which previous teams research and practice may not be fully appropriate for meeting current requirements and demands. In this article, (...) we describe how teams have been historically defined, unpacking five important characteristics of teams, including membership, interdependence, shared goals, dynamics, and an organizationally bounded context, and relating how these characteristics have been addressed in the past and how they are changing in the present. We then articulate the implications these changes have on how we study teams moving forward by offering specific research questions. (shrink)

Over the last decade, the increased use of work teams within organizations has been one of the most influential and far-reaching trends to shape the business world. At the same time, corporations have continued to struggle with increased unethical employee behavior. Very little research has been conducted that specifically examines the developmental aspects of employee ethical decision-making in a team environment. This study examines the impact of a team leader’s perceived integrity on his or her subordinates’ behavior. (...) The results, which came from a survey of 245 MBA students functioning for 2 years in a work team environment, indicate an interaction between leader integrity and team member ethical intentions. (shrink)

This paper presents and evaluates a methodological approach aiming at analysing some of the complex interaction between patients and different health care practitioners working together in teams. Qualitative health care research describes the values, perceptions and conceptions of patients and practitioners. In modern clinical work patients and professional practitioners often work together on complex cases involving different kinds of knowledge and values, each of them representing different perspectives. We need studies designed to capture this complexity. The methodological approach (...) presented here is exemplified with a study in rehabilitation medicine. In this part of the health care system the clinical work is organized in multi-professional clinical teams including patients, handling complex rehabilitation processes. In the presented approach data are collected in individual in-depth interviews to have thorough descriptions of each individual perspective. The interaction in the teams is analysed by comparing different descriptions of the same situations from the involved individuals. We may then discuss how these perceptions relate to each other and how the individuals in the team interact. Two examples from an empirical study are presented and discussed, illustrating how communication, differences in evaluations and the interpretation of incidents, arguments, emotions and interpersonal relations may be discussed. It is argued that this approach may give information which can supplement the methods commonly applied in qualitative health care research today. (shrink)

Teams are more or less structured in function. Whether team structure is beneficial or harmful for the teams entail debates in current literature. Past studies mainly investigate the effects of team structure through learning or creativity. In this study, we tend to examine the effect of team structure on team performance through team coordination. We conducted two independent field studies with samples of 56 and 67 work teams to test our hypotheses. In both two (...) substudies, we found team structure positively affect team performance by improving team coordination. Moreover, we found team longevity was able to moderate the relationship between team structure and team performance through team coordination, such that the positive relationship between team structure and team coordination were more significant when team longevity was high rather than low. (shrink)

There are hardly any instruments to measure teamwork behaviors from an individual approach. This applies both in interprofessional teams or not, and in teams involved in health, social care, and other areas. The Individual Behavior Analysis scale measures efficacious behavior in work teams. It is one of the few instruments proposed in the literature to measure personal skills necessary for teamwork. Only a previous exploratory analysis of the scale was informed in another study. This article analyzes its internal structure (...) using different confirmatory factor analyses and its internal consistency, with a sample of 815 employees working for Spanish social organizations in the geriatric field, both private and public. The results of the definitive version adapted to Spanish, referred to as Individual Behavior Analysis −25, indicate a good fit of the model to the data and good reliability. Factor analysis confirmed the existence of two factors: Communication skills and Acceptance, with good internal consistency coefficients. This scale is a useful instrument for assessing, based on the reviewed literature, two of the most important individual skills an efficacious team should have. (shrink)

We investigate the relationship between subgroup splits, subjectively perceived subgroups, and team identification and emotional exhaustion. Based on the job demands-resources model and on self-categorization theory, we propose that faultline strength and perceived subgroups negatively affect emotional exhaustion, mediated by team identification. We further propose that subgroup identification moderates the mediation such that subgroup identification compensates low levels of team identification. We tested our hypotheses with a two-wave questionnaire study in a sample of 105 participants from 48 (...) teams from various contexts. We found an effect of perceived subgroups on emotional exhaustion mediated by team identification, but no direct or indirect effect of faultline strength on emotional exhaustion. We also could not find that subgroup identification moderates the effect of team identification on emotional exhaustion. We discuss the need for further research on the link of subgroup splits in work teams and the rise of psychological health issues and derive that measures to prevent burnout should primarily focus on avoiding or reducing subgroup perception whereas affecting the actual demographic composition of work team should be of lower priority. (shrink)

A growing body of research reveals that abusive supervision may have negative impacts in organizations. The purpose of the present study is to expand the knowledge regarding the impacts of this dysfunctional leadership behavior by examining its relationship with innovation in work teams. Specifically, we investigate the process through which abusive supervision may undermine team innovation by taking into account the mediating role of team proactive behavior. Moreover, we propose a boundary condition of the negative effect of (...) abusive supervision by considering leader–members interdependence as a moderator. Using a multisource approach, data were gathered from 394 members and 82 immediate supervisors in a public safety organization. Results of path analyses reveal that the relationship between abusive supervision and team innovation is mediated by team proactive behavior. Furthermore, we found that the relationship between abusive supervision and team proactive behavior is moderated by leader–members interdependence, such that this relationship is stronger when the level of interdependence is high. Taken together, the findings of this study improve the understanding of why and under what circumstances abusive supervision may impair team innovation. (shrink)

Drawing on team creativity literature and social comparison theory, we investigate how leader-member exchange differentiation influences team creativity. Using a survey based on 91 R&D teams from Chinese companies, we observe that LMX differentiation is negatively related to team creativity. More importantly, we demonstrate that team behavioral integration mediates the relationship between LMX differentiation and team creativity, and team emotional intelligence moderates the relationship between LMX differentiation and team behavioral integration, such that LMX (...) differentiation has a weaker negative influence on team behavioral integration when TEI is higher. These results provide relevant suggestions for organizational team building, management, and development. (shrink)

Complex work in teams requires coordination across team members and their technology as well as the ability to change and adapt over time to achieve effective performance. To support such complex interactions, recent efforts have worked toward the design of adaptive human-autonomy teaming systems that can provide feedback in or near real time to achieve the desired individual or team results. However, while significant advancements have been made to better model and understand the dynamics of team (...) interaction and its relationship with task performance, appropriate measures of team coordination and computational methods to detect changes in coordination have not yet been widely investigated. Having the capacity to measure coordination in real time is quite promising as it provides the opportunity to provide adaptive feedback that may influence and regulate teams’ coordination patterns and, ultimately, drive effective team performance. A critical requirement to reach this potential is having the theoretical and empirical foundation from which to do so. Therefore, the first goal of the paper is to review approaches to coordination dynamics, identify current research gaps, and draw insights from other areas, such as social interaction, relationship science, and psychotherapy. The second goal is to collate extant work on feedback and advance ideas for adaptive feedback systems that have potential to influence coordination in a way that can enhance the effectiveness of team interactions. In addressing these two goals, this work lays the foundation as well as plans for the future of human-autonomy teams that augment team interactions using coordination-based measures. (shrink)

Multi-professional teams have become increasingly common in healthcare. Collaboration within such teams aims to enable knowledge amalgamation across specializations and to thereby improve standards of care for patients with complex health issues. However, multi-professional teamwork comes with certain challenges, as it requires successful communication across disciplinary and professional frameworks. In addition, work in multi-professional teams is often characterized by medical dominance, i.e., the perspective of physicians is prioritized over those of nurses, social workers, or other professionals. We argue that (...) medical dominance in multi-professional teams can lead to institutional epistemic injustice, which affects both providers and patients negatively. Firstly, it codifies and promotes a systematic and unfair credibility deflation of the perspectives of professionals other than physicians. Secondly, it indirectly promotes epistemic injustice towards patients via leading to institutional opacity; i.e., via creating an intransparent system of credibility norms that is difficult to navigate. To overcome these problems, multi-professional teamwork requires institutional settings that promote epistemic equity of team members. (shrink)

This chapter discusses scenes from the films _Whose Life Is It Anyway?_ (1981) and _Bringing Out The Dead_ (1999). _Whose Life Is It Anyway?_ tells the story of Ken Harrison (Richard Dreyfuss), a successful 32-year-old sculptor who becomes paralyzed below the neck (quadriplegic) as the result of an automobile accident. Faced with the prospect of having to live in such a dependent condition, Harrison decides he would rather die and hires an attorney to help him. _Bringing Out the Dead_ focuses (...) on Frank Pierce (Nicolas Cage), a burned-out paramedic working on the streets of New York City's Hell's Kitchen. Both films feature conflict among members of a health care team about ethical responsibilities for their patients. In _Whose Life Is It Anyway?_, the senior physician disregards not only the patient's wishes but also the ethical concerns of the team's junior physician. In _Bringing Out the Dead_, a chaotic scene in the ER demonstrates the conflict between those responsible for the individual patient and those trying to care for the many. (shrink)

The ethical decision making of researchers has historically been studied from an individualistic perspective. However, researchers rarely work alone, and they typically experience ethical dilemmas in a team context. In this mixed-methods study, 67 scientists and engineers working at a public R1 (very high research activity) university in the United States responded to a survey that asked whether they had experienced or observed an ethical dilemma while working in a research team. Among these, 30 respondents agreed to (...) be interviewed about their experiences using a think-aloud protocol. A total of 40 unique ethical incidents were collected across these interviews. Qualitative data from interview transcripts were then systematically content-analyzed by multiple independent judges to quantify the overall ethicality of team decisions as well as several team characteristics, decision processes, and situational factors. The results demonstrated that team formalistic orientation, ethical championing, and the use of ethical decision strategies were all positively related to the overall ethicality of team decisions. Additionally, the relationship between ethical championing and overall team decision ethicality was moderated by psychological safety and moral intensity. Implications for future research and practice are discussed. (shrink)

Given that work teams have been widely used in a variety of organizations to complete critical tasks and that the use of social media in work teams has been growing, investigating whether and how team social media usage affects team creativity is imperative. However, little research has empirically explored how TSMU affects team creativity. This study divides TSMU into two categories, namely, work-related TSMU and relationship-related TSMU. Basing on communication visibility theory and social exchange (...) theory, this study constructs a moderating mediation model to understand how TSMU affects team creativity. In this model, team knowledge sharing is used as mediating role and team-member exchange is used as moderating role. Two-wave research data collected from 641 employees in 102 work teams in Chinese organizations are used for regression analysis. Results show that Work-related TSMU and relationship-related TSMU are positively affect team creativity. Team knowledge sharing plays a partly mediating effect on the relationship between work-related TSMU and team creativity and that between relationship-related TSMU and team creativity. TMX not only positively moderates the indirect effect of work-related TSMU and relationship-related TSMU on team creativity through team knowledge sharing. Theoretical and practical implications are also discussed. (shrink)

Team-Based Learning is a comprehensive approach to using groups purposefully and effectively. Because of its focus on decision making, it is well suited to helping students learn to do philosophy and not simply talk about it. Much like the “flipped classroom” approach, it is structured so that students are held responsible for “covering content” through the reading outside of class so that class meeting times can be spent practicing philosophical decisions, allowing for frequent feedback from the professor. This chapter (...) discusses how TBL works in Philosophy, the elements of a TBL course including activity design, and how TBL avoids the known problems of group work. The appendix contains examples of TBL activities in philosophy courses. (shrink)

Multiple team membership is a form of work organization extensively used nowadays to flexibly deploy human resources across multiple simultaneous projects. Individual members bring in their cognitive resources in these multiple teams and at the same time use the resources and competencies developed while working together. We test in an experimental study whether working in MTM as compared to a single team yields more individual performance benefits in estimation tasks. Our results fully support the group-to-individual transfer of (...) learning, yet the hypothesized benefits of knowledge variety and broader access to meta-knowledge relevant to the task in MTM as compared to single teams were not supported. In addition, we show that individual estimates improve only when members are part of groups with low or average collective estimation errors, while confidence in individual estimates significantly increases only when the collective confidence in the group estimates is average or high. The study opens valuable venues for using the dynamic model of G-I transfer of learning to explore individual learning in MTM. (shrink)

Ultimate is a competitive team sport that is played, even at the highest level of competition, without external referees. The key to Ultimate as a self-refereed sport is the so-called ‘Spirit of the Game’. As this paper aims to show, the Spirit of the Game closely resembles Habermas’s theory of communicative action. This suggests that Habermas’s theory might be used to spell out the philosophical presuppositions of the Spirit of the Game. Most importantly, the requirements for players to serve (...) as referees of their own game specified in the ‘Rules of Ultimate’ turn out to be reformulation of the four validity claims of communicative action. Moreover, the Spirit of the Game can be interpreted as aiming towards facilitating real-life decision-making procedures that resemble as much as possible Habermas’s concept of an ideal speech situation. On the other hand, Ultimate might serve as a case study for exploring how Habermas’s idea of rational deliberation works in the practice of a competitive sporting environment. Most importantly, it makes manifest that self-refereeing is a trust-based system. This suggests that communicative rationality can only unfold its power—the unforced force of the better argument—within a context in which participants trust that everyone participates in good faith towards the common goal of finding the best decision. Hence, investigating the case of Ultimate allows us to draw broader conclusions about the requirements for rational deliberation to work in practice. (shrink)

Time and technology permeate the fabric of teamwork across a variety of settings to affect outcomes which have a wide range of consequences. However, there is a limited understanding about the interplay between these factors for teams, especially as applied to artificial intelligence (AI) technology. With the increasing integration of AI into human teams, we need to understand how environmental factors such as time scarcity interact with AI technology to affect team behaviors. To address this gap in the literature, (...) we investigated the interaction between the availability of intelligent technology and time scarcity in teams. Drawing from the theoretical perspective of computers are social actors and extant research on the use of heuristics and human–AI interaction, this study uses behavioral data from 56 teams who participated in a between-subjects 2 (intelligent assistant available × control/no intelligent assistant) × 2 (time scarcity × control/no time scarcity) lab experiment. Results show that teams working under time scarcity used the intelligent assistant more often and underperformed on a creative task compared to teams without the temporal constraints. Further, teams who had an intelligent assistant available to them had fewer interactions between members compared to teams who did not have the technology. Implications for research and applications are discussed. (shrink)

In the digital age, the global software development sector has been a forerunner in implementing new ways and configurations for remote teamwork using information and communication technologies on a widespread basis. Crises and technological advances have influenced each other to bring about changes in the ways of working. In the 70’s of the last century, in the middle of the so-called oil crisis, the concept of teleworking was defined using remote computer equipment to access office equipment and thus avoid moving (...) around using traditional vehicles. Then from the 90s, with the advent of communications and the widespread use of the Internet, the first virtual work teams were implemented in software development companies that already had some of the important characteristics needed to work in this way, such as, cultural diversity, characterized tasks, geographical distribution of members, communication, interdependence of tasks, leadership, cohesion, empowerment, confidence, virtuality. This manuscript groups the main factors into different models proposed by the literature and also analyzes the results of a study conducted in the midst of the Covid-19 crisis on 317 software development teams that had to work in virtual teams. The results of the quantitative methodology with structural equation modeling based on variance using the partial least squares route method are analyzed. The results of the research focus on some determinants that can directly affect the performance of the virtual team. A first determinant is communication in relation to the tasks. The second is trust in relation to leadership, empowerment and cohesion. The results of virtual teams provide information that can serve as a basis for future research lines for the implementation of virtual work strategies in post-pandemic work. (shrink)

With the knowledge that team work is not always associated with high(er) performance, we draw from the Multi-Level Theory of Psychological Contracts, Person-Environment Fit Theory, and Optimal Distinctiveness Theory to study shared perceptions of psychological contract (PC) breach in relation to shared perceptions of complementary and supplementary fit to explain why some teams perform better than other teams. We collected three repeated survey measures in a sample of 128 respondents across 46 teams. After having made sure that we (...) met all statistical criteria, we aggregated our focal variables to the team-level and analysed our data by means of a longitudinal three-wave autoregressive moderated-mediation model in which each relationship was one-time lag apart. We found that shared perceptions of PC breach were directly negatively related to team output and negatively related to perceived team member effectiveness through a decrease in shared perceptions of supplementary fit. However, we also demonstrated a beneficial process in that shared perceptions of PC breach were positively related to shared perceptions of complementary fit, which in turn were positively related to team output. Moreover, best team output appeared in teams that could combine high shared perceptions of complementary fit with modest to high shared perceptions of supplementary fit. Overall, our findings seem to indicate that in terms of team output there may be a bright side to perceptions of PC breach and that perceived person-team fit may play an important role in this process. (shrink)

Game theory is central to modern understandings of how people deal with problems of coordination and cooperation. Yet, ironically, it cannot give a straightforward explanation of some of the simplest forms of human coordination and cooperation--most famously, that people can use the apparently arbitrary features of "focal points" to solve coordination problems, and that people sometimes cooperate in "prisoner's dilemmas." Addressing a wide readership of economists, sociologists, psychologists, and philosophers, Michael Bacharach here proposes a revision of game theory that resolves (...) these long-standing problems. In the classical tradition of game theory, Bacharach models human beings as rational actors, but he revises the standard definition of rationality to incorporate two major new ideas. He enlarges the model of a game so that it includes the ways agents describe to themselves (or "frame") their decision problems. And he allows the possibility that people reason as members of groups (or "teams"), each taking herself to have reason to perform her component of the combination of actions that best achieves the group's common goal. Bacharach shows that certain tendencies for individuals to engage in team reasoning are consistent with recent findings in social psychology and evolutionary biology. As the culmination of Bacharach's long-standing program of pathbreaking work on the foundations of game theory, this book has been eagerly awaited. Following Bacharach's premature death, Natalie Gold and Robert Sugden edited the unfinished work and added two substantial chapters that allow the book to be read as a coherent whole. (shrink)

This study explores how and when ethical leadership predicts three forms of team-level creativity, namely team creativity, average of member creativity, and dispersion of member creativity. The results, based on 230 members of 44 knowledge work teams from Chinese organizations, showed that ethical leadership was positively related to team creativity and average of member creativity but was negatively related to dispersion of member creativity. Consistent with the predictions of uncertainty reduction theory, psychological safety climate mediated the (...) relationship between ethical leadership and the three forms of team-level creativity. Furthermore, supervisor support for creativity positively moderated the effect of ethical leadership on psychological safety climate and the indirect effects of ethical leadership on the three forms of team-level creativity through psychological safety climate. The analysis offers significant theoretical and practical implications on ethical leadership and creativity in organizations. (shrink)

About 30 years ago, the Dynamical Hypothesis instigated a variety of insights and transformations in cognitive science. One of them was the simple observation that, quite unlike trial-based tasks in a laboratory, natural ecologically valid behaviors almost never have context-free starting points. Instead, they produce lengthy time series data that can be recorded with dense-sampling measures, such as heartrate, eye movements, EEG, etc. That emphasis on studying the temporal dynamics of extended behaviors may have been the trigger that led to (...) a rethinking of what a “representation” is, and then of what a “cognitive agent” is. This most recent and perhaps most revolutionary transformation is the idea that a cognitive agent need not be a singular physiological organism. Perhaps a group of organisms, such as several people working on a joint task, can temporarily function as one cognitive agent – at least while they're working adaptively and successfully. (shrink)

Group work is a very common practice in higher education when it comes to developing key competences for students’ personal and professional growth. The goals that students pursue when working in teams determine how they organize and regulate their behavior and how they approach the tasks. The academic goals are a relevant variable that can condition the success of the group, as they guide and direct the students towards involvement in the task, the effort they make, and the desire (...) to increase their academic competence, and their learning. Thus, the need arises to create new evaluation instruments to help us understand the importance of academic goals when students work as a team. The purpose of this paper is to corroborate the construct validity of the Questionnaire on Teamwork Learning Goals (QTLG) based on the Achievement Goal Questionnaire (3x2 AGQ) of Elliot, Murayama & Pekrun (2011) in the context of teamwork, and to determine if the model 3X2 offers a better fit to the data than other models, such as: 2x2; Trichotomous; Definition; Valence, among others. The results obtained from a sample of 700 students from 6 Spanish universities confirm that, in the context of teamwork, the 3x2 model fits the data better than the rest of the models subjected to confirmatory analysis, with contrasting evidence of validity and reliability. Therefore, we considered it a useful instrument for studying motivation in the group work context. The QTLG has practical applications, allowing us to explore in detail the academic goals of university students. (shrink)

PurposeAs a new human resource management practice, idiosyncratic deals are personalized employment arrangements negotiated between employees and employers and intended to benefit them both. It plays an important role in attracting, retaining and motivating employees to promote breakthrough innovation. Based on the input-process-output model, this paper examines the relationship between team idiosyncratic deals and team breakthrough innovation, the mediating role of team exploratory-exploitative knowledge sharing, and the moderating roles of team transactive memory systems and team (...) cognitive flexibility.Participants and methodsIn order to reduce the effects of common method biases and causal lag effect, this study is divided into three stages for data collection, with a time interval of 1 month. Eighty teams from six enterprises in Shanghai and Hangzhou were selected as samples, and the hypothesis test was carried out by hierarchical regression analysis, bootstrap, and Johnson-Neyman method.ResultsThe results show that higher team idiosyncratic deals are associated with higher team breakthrough innovation through higher team exploratory-exploitative knowledge sharing, and that team transactive memory systems and team cognitive flexibility positively moderate the mediating effect of team exploratory-exploitative knowledge sharing in the relationship between team idiosyncratic deals and team breakthrough innovation in the first stage and the second stage, respectively. Under the joint effect of high team transactive memory systems and high team cognitive flexibility, the mediating effect of team exploratory-exploitative knowledge sharing is stronger.ConclusionThe research results break through the previous research framework of social exchange theory, and I-P-O model to explore the influence mechanism of team idiosyncratic deals, in order to promote the sustainable growth of team breakthrough innovation through this non-standard work arrangement. It is hoped that this research can inspire modern enterprises to create team idiosyncratic deals for valuable teams engaged in breakthrough innovation, which are more conducive to give full play to their heterogeneous talents, and finally help enterprises break through the industry bottleneck and win the market competition. (shrink)

This study explores the integration of data journalism within three European legacy news organisations through the lens of organisational structure and professional culture. Interviews with data journalists and editors suggest that professional routines resonate with established data journalism epistemologies, values, and norms that appear to be constitutional for an inter-organisational data journalism subculture. At the same time, organisational structure either integrates the journalistic subculture by increasing levels of complexity, formalisation, and centralisation or rejects it by not accommodating it structurally or (...) culturally. The three data teams work along epistemologies of computer-assisted reporting, investigative journalism, and data journalism but differentiate themselves through nuanced understandings of data journalism practice, driven by individual journalists. After a structureless episode, one team sets itself apart as it diverges from data-driven routines and orients itself towards technological and interdisciplinary interactive journalism. The findings show an interdependence of individual efforts, varying conceptualisations of data journalism practice, and interplay between organisational structure and professional culture. (shrink)

As teams become increasingly common for organizations to accomplish key objectives, improving team performance is a critical challenge for both practitioners and researchers. As researchers have converged on the notion that team performance is strongly influenced by subgroups, scholars have begun to explore how perception of subgroups influence team performance. Thus, in this study, we examined how perceived subgroups influenced the team transactive memory system (TMS), and hence team performance. We also proposed the moderating role (...) of guanxi perception on the relationship between perceived subgroups and TMS. Utilizing two-wave multi-source data from 87 working teams in a Chinese central government-owned corporation, and based on multiple (moderator) hierarchical regression analyses, our results demonstrated that perceived subgroups were a negative predictor of TMS and team performance and TMS mediated the negative relationship between perceived subgroups and team performance. That is, perceived subgroups inhibited team performance by blocking the development of a robust TMS. In addition, guanxi perception acted as a positive moderator, mitigating the negative relationship between perceived subgroups and TMS. Furthermore, the moderated mediation analysis of the integrative model revealed that the indirect effect of perceived subgroups on team performance via TMS was contingent on guanxi perception. Overall, our findings identified the pivotal role of perceived subgroups, TMS, and guanxi perception in working teams in the Chinese context. (shrink)

This research assessed how the performance and team skills of three-person teams working with an Intelligent Team Tutoring System on a virtual military surveillance task were affected by feedback privacy, participant role, task experience, prior team experience, and teammate familiarity. Previous work in Intelligent Tutoring Systems has focused on outcomes for task skill training for individual learners. As research extends into intelligent tutoring for teams, both task skills and team skills are necessary for good (...) class='Hi'>team performance. This work includes a brief review of previous research on ITTSs, feedback, teams, and teamwork, including the recounting of two categories of a framework of teamwork performance, Communication and Cognition, which are relevant to the present study. This research examines the effects of an intelligent agent, as well as features of the team, its members, and the task being undertaken, on team communication and team situation awareness. Thirty-seven teams of three participants, each at their own computer running a multiplayer surveillance simulation, were given just-in-time private or public performance feedback during four 5-min trials. In the fourth trial, two of the three participants switched roles. Feedback type, teamwork experience, and teammate familiarity had no statistically significant effect on communication or team situation awareness. However, higher levels of role experience and task experience showed significant and medium-sized effects on communication performance. Results, based on performance data and structured interview responses, also revealed areas of improvement in future feedback design and a potential benchmark for feedback frequency in an action-oriented serious game-based ITTS. Among the conclusions are six design objectives for future ITTSs, establishing a foundation for future research on designing effective ITTSs that train interpersonal skills to nascent teams. (shrink)

There is a long history, dating back to the 50s, which examines the manner in which team roles contribute to effective team performance. However, much of this work has been built on ad-hoc teams working together for short periods of time under conditions of minimal stress. Additionally, research has been conducted with little attention paid to the importance of temporal factors, despite repeated calls for the importance of considering time in team research (e.g., Mohammed, Hamilton, & (...) Lim, 2009). To begin to understand team roles and how temporal aspects may impact the types of team roles employed when teams are working in extreme mission critical environments, the current manuscript uses a data-driven, bottom-up approach. Specifically, we employ the use of retrospective historical data as our input and a historiometric approach (Simonton, 2003). Source documents consist primarily of autobiographies, memoires, biographies, and first-hand accounts of crew interaction during spaceflight. Critical incidents regarding team interaction were extracted from these source documents and independently coded for team roles by two trained raters. Results of the study speak to the importance of task and social roles within teams that are predominantly intact and operating in extreme environments where mistakes can be life threatening. Evidence for the following task (i.e., coordinator, boundary spanner, team leader, evaluator, critic, information provider, team player, and innovator) and social roles (i.e., team builder, nurturer, harmonizer, entertainer, jokester, and the negative roles of attention seeker and negativist) were found. While it is often task roles that receive the greatest attention, results point to the importance of not neglecting the socioemotional health of the team (and the corresponding roles). Results also indicated that while some roles were consistently enacted independent of temporal considerations (e.g., mission length), the degree to which others were enacted varied across missions of differing lengths. Additionally, based on the current sample we see the following trends: (1) increased enactment of the team builder role as mission duration increases, (2) prominence of the entertainer role, and (3) increased emphasis on the visionary/problem solver role on missions over two years. (shrink)

The organizational theory literature is reasonably unanimous that team autonomy is a key factor for employee well-being and motivation as well as organizational performance. However, team autonomy is challenged when its processes and outputs need to be aligned with actors and factors external to a team. There are likely challenges and conflicts between team autonomy and the need for coherence in the wider system. Team autonomy has a range of implications and is challenged by a (...) number of factors, such as knowledge complexity and decision-making, learning, large-scale problems, product and technical interdependencies, the use of platforms, virtual collaboration and diversity. Alignment with the external is particularly necessary in multi-team environments with many technical interdependencies, where a single team’s failure to deliver a sufficient level of quality may lead to system-wide consequences. Therefore, teams in complex environments increasingly need to regulate and manage their work in cooperation with internal and external partners and systems. Such dependencies challenge team autonomy. In this special issue of AI&S, we want to address these topics in more detail, particularly in the context of software-intensive organizations and digital transformations. The scope and, thus, the consequences of a team’s work can be far-reaching when the team’s effort and output take place partially or completely in fully digitized contexts and processes. The articles in this special issue show various ways of dealing with the challenge of balancing autonomy and alignment with the external. A key focus is to show the buffering function: how teams, with the help of processes, technology, new organizational forms and time and space are able to find the buffer needed for maintaining team autonomy. (shrink)

Coping with stress has been primarily investigated as an individual-level phenomenon. In work settings, however, an individual’s exposure to demands is often shared with co-workers, and the process of dealing with these demands takes place in the interaction with them. Coping, therefore, may be conceptualized as a multilevel construct. This paper introduces the team coping concept and shows that including coping as a higher-level team property may help explain individual-level outcomes. Specifically, we investigated the effects of exposure (...) to danger during deployment on burnout symptoms in military service members and examined to what extent this relationship was moderated by individual-level and team-level functional coping. We hypothesized that the relationship between individuals’ exposure to danger and burnout is contingent on both. In line with our predictions, we found that service members who were highly exposed to danger, and did not engage in much functional coping, suffered most from burnout symptoms, but only when their teammates did not engage in much functional coping either. When their teammates did engage in much functional coping, the effect of exposure to danger on burnout was buffered. Hence, team members’ coping efforts functioned as a resilience resource for these service members. (shrink)

The authors, one a trained geneticist and the other a trained ethicist, designed and team-taught a bioethics course where nineteen third- and fourth-year undergraduate students were enrolled at Aquinas College in Grand Rapids, Michigan, during the fall 2016 semester. The syllabus, including democratically-chosen ethical debate topics, peer-led student working groups, and varied assessment methods were novel aspects of the course. The students, being either philosophy or biology majors or minors, successfully completed the course and indicated being highly satisfied with (...) the course at its completion. Although there were limitations to a course such as this one, educators at similar small liberal arts institutions could offer a bioethics course by following our suggestions, including collaborative teaching and assessment and incorporating students’ preferences into the scheduled curriculum. (shrink)